The other day I was driving down Route 64 in Raleigh, N.C., with my lady friend Janet on the dashboard. That would normally be quite an image, but Janet is the voice of my portable GPS unit. Both of us were happy, or at least I thought so, when suddenly she said, “recalculating.” Her screen showed the triangle that symbolized my car was not on the road. As a matter of fact, it showed that it was going through a forest and over various ponds. I did not know my automobile could do that, so I was concerned. She then said “recalculating” again and told me to make a turn. I looked left and right just to check that I was indeed on the interstate. Yet her display screen still showed that my vehicle was on a fantastic, all-terrain and aquatic journey.

Oddly, she was a little upset that I did not turn. She kept telling me that she was recalculating, and it seemed that the tone of her computer voice was changing for the worse. She continued to tell me to turn at various streets that appeared to be the names of the streets on the exits.

I wondered if I was losing my mind. A couple of days before, I was on that very same road in that very same place without Janet, and I arrived where I was going without making the turns that she now wanted me to make. Then it dawned on me that this was a very new part of the interstate and the GPS unit was a year old. Based on data she thought was accurate, Janet had the absolute perception that I was off course and about to be killed by driving through trees and over water.

I knew I was on the road and that I would get to where I was going with no problem. I also knew that the new part of the interstate would connect with the old part of the interstate because I had been there before. Another thing I knew was that Janet would be OK again when I joined the older part of the interstate, which was in her database.

According the Random House Unabridged Dictionary, perception is the “immediate or intuitive recognition or appreciation, as of moral, psychological, or aesthetic qualities; insight; intuition.” It is based on so many of the things that could be considered the core of an individual. Look at these words; they are strong and they bear repeating: intuitive, moral, insight and psychological. The strong feelings that are tied to perception are based on the data individual receive since birth.

A leader may be pursuing a course of action that those around that leader perceive as entirely wrong. Their perception would be based on the data they have. This data could come from research, experience or both. These people could be fire officers, firefighters, city officials or even citizens.

What is a leader to do? Should the leader stay on course, despite these people urging the leader to recalculate and make some turns to get back on the course they think is best? Should the leader yield to the pressure and change course so that the people will be happy and the pressure would be relieved?

Sometimes, depending on who is applying the pressure, it could be job-threatening to stay the course. Should this leader take care of himself and yield, knowing full well it is not the best way for the department to go? These are decisions that a leader makes quite frequently, if not every day.

Leaders often have more information than those under them and sometimes more than those above them. It is the nature of the job to have this data. One way to avoid this dilemma is to share as much information as possible (as I should buy the GPS update disk). In other words, the driver or decision-maker must keep those around him or her as up to date as possible with the most current and accurate data, because roads change and so does information. If this does not happen, those surrounding the leader may have the perception that he or she is driving through trees and over water, so to speak.

To keep doubt at bay, the leader must establish a true sense of trust. Trust comes from a long-term relationship. Trust comes when honesty prevails between people. It comes when the trusting parties understand where the other party is coming from and essentially where the other is going. It comes when those involved understand each other's jobs and respect each other's limitations. It comes when egos are left at home.

However, it is sometimes impossible to inform everyone of why a decision is being made. Some situations require that decisions be made quickly. When this happens, trust is reinforced when the decisions are clearly and honestly explained to those they concern. Trust also is established by using something as simple as the Rotary Creed. It states that when making a decision one should ask these questions: Is it fair? Is it right? Will it create more good will and friendship? Is it beneficial to all?

Another key to good decision-making is that the decision-maker has a clear vision and has confidence that the vision can be achieved. The vision must be beneficial to the organization, and those associated with and affected by that organization must understand that vision.

Always remember that people's perceptions are based on the data that they have been collecting since their lives began. Similar to Janet, they are firmly convinced that they are right. However, there are significant differences between my lady in the box and living, breathing human beings. Changing their perceptions is not as simple as buying a disk, connecting to a computer and pushing some keys. It is not a 20-minute procedure. But do not be discouraged. People can be updated and perceptions can be changed, if the leader or decision-maker is willing to put the time in to do it.

Another difference is that when Janet was frustrated and constantly saying “recalculating,” communication between us was impossible. With no interaction taking place, both of us were frustrated; I felt isolated but stayed the course. It was a lonely feeling and the phrase “it's lonely at the top” came to mind. It does not have to be lonely if there is an understanding of perception and what can be done to get those around us to buy into the decisions that are made or being made. Always be aware that many people around us are recalculating, although they may not be verbalizing it.

Chief Mike Chiaramonte, CFO, is a 40-year member of the Lynbrook (N.Y.) Fire Department and its former chief. Chiaramonte is a past chairman and board member of the IAFC Volunteer and Combination Officers Section Board and past president of the IAFC Eastern Division. He's also a National Fire Academy Instructor and on the advisory board to the National Fallen Firefighters Foundation. Chiaramonte is a state EMT-B. He has a bachelor's degree from the University of Houston and a master's degree from Hofstra University, both in communications education.